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Marketing Management
Case Studies
CASE STUDY (20 Marks)
Sunshine Lumieres was established in
1992 in Bangalore, India to manufacture lamps mainly for household use. The
company was established by Dr. Srinath Kashyap who had extensive experience in
the lamp industry with the major multinational manufacturers in India and
overseas. Sunshine was involved till now in manufacturing and supplying lamps
for consumer and household use under various brands for the leading lamp
companies. Dr. Kashyap was involved in looking after the manufacturing and
marketing functions while his wife looked after the Finances and the HR
functions. The Company had a total of 50 employees and grossed revenue of Rs.9
crores in 2005. The market in India was large and growing due to the increasing
affluence and the massive rural electrification programmes of the Government.
Post liberalization in 1992; the market dynamics slowly started changing due to
increased competition from leading brands looking to capture larger market
shares. Dr Kashyap felt it was time to diversify this business and get into
newer product segments. The lamp industry can be classified into various
segments like: Consumer household Lamps Industrial & Commercial lamps
Specialty lamps like high intensity lamps used in Medical & Office
Equipment Automotive lamps Miniature lamps Energy efficient lamps like CFL
lamps, LED lamps etc. While the large MNCs were present in all segments, most
local manufacturers were involved in the consumer and household lighting.
Typically, household lamps sold at around US$0.25 per piece at the retail level
while the Industrial and commercial lamps sold at prices upwards of US$25 per
piece retail. Sunshine lumeries hired Dr. Mohan Das, a bright Engineer from IIT
and MBA from a leading Business school. After working in some leading companies,
Mohan felt it was time for him to exploit his innovative skills and create
world class products. In a very short span of time after joining Sunshine, Dr.
Das was able to produce some very interesting and technologically advanced
products. Dr. Kashyap felt that over time , in low value products like lamps,
the large MNC’s would be forced to give way to players from developing countries
like China and India, who would over time establish the products under their
own brands. Establishing the Sunshine brand over time was therefore vital for
the future. Meanwhile, Mohan had designed a slew of new and innovative products
– comparable with the best in their class in the world, in the energy efficient
and Industrial lamp categories. Given suitable financial investments, these
could take the company’s revenues to over Rs.100 crores by 2008 between the
domestic and export markets. As he looked out of his office window, enjoying
the light drizzle and cool breeze of Bangalore, Dr. Kashyap’s realized that he
was at a point of inflexion. If the current opportunities were exploited fully,
it could lead to great fortunes for himself and his family. He could even take
the company public and unlock the value of his holdings. However, it would also
mean that Sunshine would have to evolve into a professionally managed company
and have a larger number of employees. He wondered how he should go about
structuring his Sales and Distribution organization so as to grow manifold both
domestically and overseas within the next three years before taking the company
public. Dr. Kashyap was convinced that he needed to seek professional advice.
He invited Dr. Vasant Rao, an old friend and leading Management expert in
Bangalore to visit his office for a discussion on a broad game plan.
Answer
the following question.
Q1.
How Dr. Kashyap should go about professionalizing & restructuring his
organization?
Q2.
Should the sales be organized on geographic or product basis?
Q3.
Should be distribution be common for all products?
Q4. Should
he have his own Sales and Distribution organizations in some countries?
CASE STUDY (20 Marks)
Neither China nor the Chinese companies
can be any more ignored at any international business discussion. An officiated
reason is Lenovo’s acquisition of IBM’s PC division that has revved up brand
China. After that, Lenovo is busy building its own brand at the global level.
This top PCmaker
in China has served its home turf so
well with its unique business model, dubbed the ‘Transactional Model’. It is
quite upbeat that the strategy will pay off globally too catapulting it to the
top spot. However, skeptics have their reasons; mainly that its top3 rivals HP,
Dell and Acer wouldn’t let Lenovo topple them. The case study helps debate if
Lenovo’s ‘Transactional Model’ is suitable for other countries also, and if
this model helps it combat global giants operating at a bigger scale. The case
also helps discuss loopholes in Lenovo’s model and how to fill them up.
Answer
the following question.
Q1.
Explain the brands and branding.
Q2.
Describe the Sources of competitive advantages in a highly commoditized
industry
CASE STUDY (20 Marks)
Everyone connected with the industry of
bath room fittings can vividly recall the catastrophic failure of a beautiful
model of English WC launched by Bharat Sanitary ware a couple of months back.
The Italian design was aesthetically superb, occupying less spaceand using much
less quality of water to flush it clean. It was launched with fully coordinated
range of bathtub, washbasin geysers, floor & wall tiles and a host of other
accessories. A leading MR firm had conducted market researches in a metro and a
mini metro town to ascertain consumer preferences & profile. A huge
potential was predicted among up market buyers. Competition was virtually
nonexistent In spite of all the precautions the product bombed. The
manufacturer had to hastily withdraw it incurring heavy loss. The main reason
of failure was analyzed as the complicated process of installation in the
existing bathrooms. It turned out to be little difficult for the illiterate
plumbers to carry our installations. And they conveniently recommended other
brands. For a similar product you have been assigned the task of formulating
launch strategy.
Answer
the following question.
Q1.
How many types of pricing strategies do you know? Explain & what should be
the pricing strategy for this product?
Q2.
If you were the marketing manager, which marketing strategy will you implement?
Justify your answer
Q3.
Suggest which all groups of people you will interview to find out buyer
preferences & needs of channel members. List key information that you would
like to obtain from different groups of respondents.
Q4.
Discuss and list as per importance the various options available to you for
promoting this product.
CASE STUDY (20 Marks)
Neither China nor the Chinese companies
can be any more ignored at any international business discussion. An officiated
reason isLenovo’s acquisition of IBM’s PC division that has revved up brand
China. After that, Lenovo is busy building its own brand at the global level.
This top PCmaker
in China has served its home turf so
well with its unique business model, dubbed the ‘Transactional Model’. It is
quite upbeat that the strategy will pay off globally too catapulting it to the
top spot. However, skeptics have their reasons; mainly that its top3 rivals
HP,Dell and Acer wouldn’t let Lenovo topple them. The case study helps debate
if Lenovo’s ‘Transactional Model’ is suitable for other countries also, and if
this model helps it combat global giants operating at a bigger scale. The case
also helps discuss loopholes in Lenovo’s model and how to fill them up.
Answer
the following question.
Q1.
Describe the significance of brand building in such an industry
Q2.
Devise the ways by which companies can overcome their legacy costs, when going
global.
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
